Leader Behaviors and the Work Environment for Creativity: Perceived Leader Support

By Teresa M. Amabile, Elizabeth A. Schatzel, Giovanni B. Moneta, Steve J. Kramer. 2004

1,404 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/d9e4ccd53f646e48507d87ecd548f03591dfe60f

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

What can and should we learn from international studies of mathematics achievement? (2014, background): “This contrasts with the views of some Western educators who value intrinsic motivation to study and consider extrinsic motivation such as that derived from examination pressure as harmful to learning (Kohn 1993; Amabile et al. 2004).”
How Do Leaders Influence Innovation and Creativity in Employees? The Mediating Role of Intrinsic Motivation (2021, background): “When the leaders support their employees for new ideas, it enhances their IWB (Amabile et al., 2004; De Jong & Den Hartog, 2008).”
Participative Leadership and the Organizational Commitment of Civil Servants in China: The Mediating Effects of Trust in Supervisor (2013, neutral): “They prefer consultation over direction (Amabile et al., 2004), as well as consensus building, and they exhibit behaviors that allow followers to manage themselves (Wageman, 2001).”
Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital (2017, result): “Although previous studies identify leadership as a critical factor in the development of innovation in construction [17,18], detailed or in-depth studies on the effectiveness of different types of leadership on innovation performance in construction projects are still in their infancy.”
How leaders influence employees' innovative behaviour (2007, background): “Amabile et al. (2004) compared teams of knowledge workers, using their daily reports about critical incidents in the behaviour of their leaders.”
Open innovation and company culture: Internal openness makes the difference (2017, background): “…innovative – novel and useful – ideas during their everyday work depends not only on their individual characteristics, but also mainly on the work environment around them (Amabile et al., 2004; Gavrilova et al., 2014; Miles, 2011; Perry-Smith and Shalley, 2003; Reiter-Palmon and Illies, 2004).”
Leading for Innovation (2011, background): “Growing evidence suggests that leaders can significantly shape this work context and should make it their priority to be successfully innovative (Amabile et al., 2004).”